Cmathan Mba

7/31/2019 Cmathan Mba

1/76

CONTENT

Chapter Particulars Page No.

Title PageCertificate(s)

Declaration

Acknowledgement

List of Tables

List of Charts

Synopsis

1. Introduction

Introduction to the Organisation Introduction to the Project

Scope of the Study2. Review of Literature3. Objectives

4. Research Methodology

Type of Research Population Definition Geographical Area Covered Survey Method Sampling Technique Used Sample Size

Data Source Research Instrument Interview Method Limitations

5. Data Analysis and Interpretation6. Findings and Suggestions

Findings Suggestions

7. Conclusions

Annexure

Questionnaire(s)

Bibliography and Webliography


2/76

A Study on Organizational Climate Prevailing

atRane Engine Valve Limited, Chennai.

Submitted byMr.C.MATHAN

Register No: 07BIA1039

Under the guidance ofMr. R.KRISHNASAMY, MBA.,

ProfessorKSR Business School

Project report submitted in partial fulfillment of therequirements

of Periyar University for the Award of the Degree in

Master of Business Administration

KSR Business SchoolK.S.R College of Arts & Science

Tiruchengode 637 215.[Font Size:16First


3/76

\

KSR Business School

K.S.R College of Arts & Science, Tiruchengode

(Affiliated to Periyar University)

CERTIFICATE

This is to certify that the project report entitled A Study on Organizational Climate

prevailing at Rane Engine Valve Limited , Chennai. is a record of the work done by

C.MATHAN (07BIA1039) submitted in partial fulfillment of the requirement for the

award of degree of Master of Business Administration of Periyar University during the

academic year 2007-08.

Supervisor Director/HOD

Viva-voce examination held on __________________

Principal External

Examiner


4/76

DECLARATION

I hereby declare that the project report entitled A Study on Organizational Climate

prevailing at Rane Engine Valve Limited , Chennai. is my original work and that

no part of this report has been submitted for the award of any other Degree, Diploma,

Fellowship or any other similar titles or prizes and that the work has not been published

in any scientific or popular journal or magazine.

Place: Tiruchengode Signature

Date: Student name in CAPITAL (Bold) Letters

Reg. No. in Bold Letters


5/76

LIST OF TABLES

Table No Particular Page No1.1 Table showing the age of the employees

working in the organization1.2 Table showing the gender of the employees

working in the organization1.3 Table showing the income level of the

employees1.4 Table showing the marital status of the

employees

1.5 Table showing the education qualification of

the employees1.6 Table showing the designation of the

employees1.7 Table showing the employees working

experience in the organization1.8 Opinion regarding the training program1.9 Opinion regarding the canteen facility1.10 Opinion regarding the medical facility2.1 Opinion regarding the lunch room

arrangement2.2 Opinion regarding the bathroom facility2.3 Opinion regarding the promotion formalities

2.4 Opinion regarding the drinking water facility2.5 Opinion regarding the working environment2.6 Opinion regarding the employees job

satisfaction2.7 Opinion regarding the co-workers relation2.8 Opinion regarding the technology support2.9 Opinion regarding the quality of worklife2.10 Opinion regarding the work load

LIST OF CHARTS

Chart No Title of Charts Page No1.1 Age of the employees 25


6/76

1.2 Gender of the employees 261.3 Income level of the employees 271.4 Marital status of the employees 281.5 Educational qualification of the employees 291.8 Training program 32

1.9 Canteen facility 331.10 Medical facility 342.1 Lunch room arrangement 352.2 Bathroom facility 362.4 Drinking water facility 382.5 Working environment 39

Introduction

Introduction to the Organisation

OUR COMPANY

REVL is a member of the Rane group ,which

is leading auto component manufacturer in India. Rane wasestablished in the year 1940. REVL is the first manufacturing venture


7/76

of the Rane group. We started manufacturing of engine valves in

1959 in collaboration with Farnborough Engg.Co.,UK(1958-73).

The current technical collaborator is TRW,Inc.,

USA. The first plant was established in 1959 and three plants havebeen put up our groups first foray into manufacturing was the

manufacture of engine valves and subsequently expanded to other

auto components like steering systems,fiction materials, and other

safety related materials.

Today, we are the largest manufacturers of valves in

India, the fourth largest in Asia and seventh largest in the world.

Since inception in 1959 to date the company has been a market

leader in India.

OUR MARKETS

The company enjoys the diversified market presence. We

are the preferred suppliers in many cases , a much sought after

source for valves to original Equipment manufactuters (OEM) in

India.We have a network of sales distribution spread across the

country.

OUR ORGANISATION

The company is managed under the overall supervision

and control of the board of directors headed by the chairman. The

managing derector (MD) guides the strategic planning and decision

making.

The president guides the routine and also assists in preparing the

annual operating plan (AOP), policy for the year and achieving annual

targets. He reports to the MD.

The senior management Group (SMG) consists of

The President


8/76

Heads of the plants

Head of the corporate functions.

Each plant operates as a self-contained division and is

headed by a plant head executives responsible for Manufacturing

Quality,

Manufacturing engineering

Materials,

Sales and administration

HRD

Finance function

support the plan heads. The executives report administratively to

plant Head and functionally to the corporate function Head wherever

applicable.

MISSION:

Provide superior products and services to our customers and

maintain market leadership.

Evolve as an institution that serves the best interest of the

stakeholders.

Preserve excellence through TQM.

Ensure high standards of ethics and integrity in all our actions.

VISION:

The world class supplier of engine valves to the global

transportation industry.


9/76

VALUES :

We will ensure the highest standards of business ethics and

integrity in all our actions. We belive this to be vital to the success of Rane enterprise. We

encourage every employee to share this value..

OUR GROUP COMPANIES:

S.No Company Products1 Rane Engine Valves Limited

(REVL)

Valves, valve guides,Tappets

2 Rane Brake Linings Limited

(RBL)

Brake linings, Disc pads,

Composite brake blocks,clutch

facing3 Rane Diecast Limited(RDL) High pressure Die casting

products4 Rane (Madras) Limited (RML) Steering & suspension systems5 Rane NSK steering systems

Limited (RNSSL)

Energy absorbing steering

columns

6 Rane TRW steering systemsLimited(RTSSL)

Power steering systems & seatbelt systems

7 Kar mobiles limited(KML) Automotive valves, large

valves for diesel engines for

locomotive and defence

applications.

Other administrative group level establishment

Rane corporate centre, Chennai

Rane Institute of Employee Development , Chennai.

Rane Data Centre,Chennai.

FACTORIES AND CAPACITIES

Plan Location Products Annual Plot Builtup


10/76

t Capacity Area sq

Mtrs

Area

Sq.Mtrs1

2

3

4

5

Chennai

Hyderaba

d

Chennai

Hyderaba

d

Chennai

Valves

Valves

Guides,

Tappets

Valves,Camshaf

ts

Castings

10 Mil

5 Mil

5 Mil

6 Mil

4200 MT

56500

17500

20235

45000

8530

18860

6000

6000

8750

3556

MARKET POSITION:

Market leader in India

4th place in all over the world

CLIENTS:

Hundai

Maruti

Bajaj

Honda

TVS

Introduction to the Project

Climate for an organization is somewhat like personality for a

person, just as every individual has a personality that makes each

person unique, each organization has an organizational climate that

clearly distinguishes its personality from other organizations.


11/76

The concept of organization climate was formalized by the

human relationists in the 1940s. Now it has become a very useful

metaphor for thinking about and describing the social system. In this

chapter, we shall use this term in a board sense to mean the overallsocial setting of the organization.

CONCEPT OF ORGANISATION CLIMATE

According to Joe Kelly, climate may be thought of as the

perception of the characteristics of an organization. Organizational

climate conveys the impressions people have of the organizational

internal environment with in which they work. It may also be viewed

as the degree to which organizational rules are enforced by the

administrative component. It may refer than as cogs in machine.

Organizational climate is the summary perception which people

have about an organization. It is a global expression of what the

organization is. Organizational climate is the manifestation itself. An

organization tends to attract and keep people who fir its climate, so

that its patterns are perpetuated at least to some extent.

Forehand and Glimmer have defined organizational climate as

a set of characteristics that describe an organization and that: (a)

Distinguish one organization from another, (b) are relatively enduring

of people in the organization.

CHARACTERISTICS OF ORGANIZATIONAL CLIMATE

The nature of organizational climate will be clear from its

following characteristics:

I. General Perception:

Organization climate is a general

expression of what the organization is. It represents the

summary perception which people have about an organization.


12/76

II. Qualitative Concept:

It is an abstract and intangible concept;

it is difficult to explain the components of organizational climate in

quantifiable units.

III.Distinct Identity:

It reflects how an organization is

different from other organizations. It gives a distinct identity to the

organization.

IV. Enduring Quality:

It is built up over a period of time. It

represents a relatively an enduring quality of the internal

environment that is experienced by the organizational members.

V. Multi-dimensional Concept:

There are several dimensions of the

concept of organization climate such as individual autonomy,

authority structure, leadership style, pattern of communication,

degree of conflicts and cooperation, etc.

DIMENSIONS OF ORGANISATIONAL CLIMATE

It is very difficult to measure organizational climate because it

is a multi-dimensional concept. The important components that


13/76

collectively represent the climate of an organization are as discussed

below:

i. Interpersonal Relationships:

An organizations interpersonal relation is

reflected in the ways informal groups are formed, and operate

to satisfy the social needs of members. If informal relations

supplement the formal procedures, the organization will be

benefited. But if some powerful groups develop who acquire

power in the organization, they may displace the goals of the

organization. Conflicts in the organization might also be

common.

ii. Individual Freedom:

If the individuals are given sufficient

freedom organizational autonomy to work and exercise

authority, there will be efficiency in operations. Self-control will

lighten the burden of the higher level executives.

iii. Management Orientation (style):

The dominant style of managers and

supervisors may be task- oriented organizational relations-

oriented. If the task-orientation is predominant, the leadership

style will be autocratic. The employees will have to increase

their productivity or face punishment their morale will be low in

the long-run. The organizational climate will be considerate and

supportive if the managers are relation-oriented while dealing

with the workers. The needs and aspirations of the workers will

be given due importance. They will produce team spirit in the

organization.


14/76

iv. Reward System:

The system of rewards and punishments is an

important component of organizational climate. When the

rewards are based on merit and productivity, there will be an

atmosphere of competition among employees for higher

performance. They will put more and more hard work to

develop themselves and earn higher rewards such as

increments and promotions. But if the rewards are based on the

pleasure of the boss, there will be boyishness in the distribution

of rewards. The meritorious employees will get discouraged.

v. Conflict Management:

Differences among people and groups in

organizations are not common. If they are managed effectively,there will be an atmosphere of cooperation in the organization.

If they are suppressed organization not handled properly,

people will be unhappy and there will be an atmosphere of

distrust and non-cooperation.

SIGNIFICANCE OF ORGANISATIONAL CLIMATE

The study of the climate of an organization is necessaryfor an insight into important dimensions such as

communication, cooperation, creativity, employees

satisfaction, morale, etc. All these factors determine the

effective if there is two way communication and employees are

cooperative and have better perception of the organization.

Such employees have higher job satisfaction and feel

committed to the organization. Their productivity will also be


15/76

higher employee satisfaction, better human relations and

higher productivity.

The role of climate in employees satisfaction and organizational

effectiveness can be shown with a hypothetical model that specifies

the relationship between the major sets of variables. Along with

Managerial

policies

Employee

characteristics

perception,

goals, abilities,

Individual

outcomes

satisfaction

commitment

Organizationstructure

Organization

Technology

External

Environment

ORGANISATIONAL

CLIMATE


16/76

structure, technology, external environment and managerial policies

and practices exert important influences on climate. These

relationships are shown in Fig.1. The emerging climate represents the

arena which is influenced by managerial policies, organizationstructure and technology and external environment. When climate is

conductive to the needs of individuals, we should expect goal

directed behavior to be high. The ultimate behavior or outcomes are

determined by the interaction of individual needs and perceived

organizational environment.

The feedback regarding resulting level of performance contributes

not only to the climate of the particular work environment, but also to

possible changes in managerial policies and practices. Thus, climate

has an important influence on performance and satisfaction of the

employees. If the climate is favorable, there would be greater

organizational effectiveness.

The factors indicated in the figure represent major

determinants of climate in an organization and as such represent

important areas of management concern. If employees performance

and job satisfaction are to be improved, the management must

modify these factors so that the employees view climate as favorable

to them.

DIFFERENCES IN CLIMATE OF ORGANISATION

Some norms and values are common to all organization of a

particular type. However, to some extent each type of organization

and even each specific organization will develop distinctive norms

and values. A particular organization will share certain norms with

others of its types and some norms with organizations in general, but

it will also have its own taboos, folkways and mores.

The normative climate of a particular organization reflects

how it is different from the other organizations. Organizational


17/76

climate reflects the history of internal and external struggles, the

types of people the organization attracts its work process and

physical layout, the modes of communication and the exercise of

authority within the system. Just as a society has a cultural heritage,so social organizations possess distinctive patterns of collective

feeling and beliefs passed along to new members.

FACTORS INFLUENCING ORGANISATIONAL CLIMATE

Organizational climate is a manifestation of the attitudes of

organizational members towards the organization. These attitudes

are based upon such things as management policies, supervisory

technique, and the families of management, labors reactions to

management, and literally anything that affects the work

environment. Lawrence James and Allan Jones have classified the

factors that influence organizational climate into five major

components.

1. Organizational context - mission, goals and objectives,

function, etc.

2. Organizational structure size, degree of centralization and

operating procedures.

3. Leadership Process leadership styles, communication,

decision making and related processes.

4. Physical environment employees safety, environmental

stresses and physical space characteristics.

5. Organizational values and norm conformity, loyalty,

impersonality and reciprocity.


18/76

LEADERSHIP PROCESS

The type of leadership prevailing in the organization is vital

to the organizational climate. Every employee has to interest with his

superior or boss for necessary instructions and guidance. It is theimmediate superior who allows the subordinate to participate in

decision-making, gives assignments, does performance appraisals,

conducts performance reviews, interprets policies, determines pay

increments, and decides who has the potential to be promoted. These

functions are inherent in managing and every manager is concerned

with these functions.

Table 1. LEADERSHIP AND CLIMATE

Leadership Style Nature Effect of Climate

Authoritarian Management directs.

Threats and

punishment are

employed to enforce

orders. Downward

communication.

Insecurity amongst

employees is high.

Morale is poor with

high rates of

absenteeism and

turnover.

Paternalistic Basically authoritarian,

but permits some two

way communication

between superior-

subordinate rewards

and threats are

employed to enforce

orders.

Productivity better as

compared with the

authoritarian style but

morale remains on the

lower side.

Absenteeism and

turnover are high.


19/76

Consultative Orders are issued and

goals set after

consultation with

employees. Teamworkto some extent is

encouraged.

Productivity is good

and morale fair.

Absenteeism and

turnover are low.

Participative Employees are fully

involved in setting goals

and two way

communications is the

norm.

Productivity and

morale are both very

satisfactory.

The relationship between superior and subordinate is not

only of an interpersonal nature, but it also represents the primary

interface between the organization and the employee. All managers

must therefore be aware of the possible influence on climate when

deciding the type of leadership (autocratic or participative) to be

provided to the subordinates. The effectiveness of a leadership style

is determined mainly by the particular situation. In other is not so, the

motivation level of the workers will be low, they will feel frustrated

and dissatisfied and productivity may also go down. If the workers are

not satisfied with the type leadership provided, effective

communication will be hindered and their morale with also be low.

Therefore, every manager must consider the likely impact of this

style of functioning on the organizational climate.

PHYSICAL ENVIRONMENT

The working conditions and physical space characteristics

also influence the organizational climate. An employee working in a


20/76

relatively quiet, clean and safe environment will probably have a

more favorable perception of the organizational climate than one who

works in a noisy, dirty and dangerous environment. Many people

consider size and location of the building of the company, nature ofthe city and even weather before joining an organization. It is obvious

that many factors contributing to external work environment affect

the climate of an organization and consequently affect the level of job

satisfaction. However, for many people settings dont matter much.

For instance, a worker in a factory in a small town is more or less

happy because the place of work is near his home and the life is slow

and peaceful. It does not matter to him if the living and working

conditions are unhygienic. But these days people are becoming more

and more conscious about good working environment. They may feel

dissatisfied if the working environment is not good.

It has been observed that office dcor, office size and the

physical space allotted to a person at work (private office or general

office) etc. have an important influence to the development of a

favorable attitude towards the job. Noise has also been considered

instrumental in influencing the climate of organizations. High level of

noise may bring a bad feeling and lead to frustration, nervousness

and aggression and thus have a negative effect upon organizational

climate. Some degree if immunity to noise may be possible when it is

a steady part of the external environment. Therefore, noise to a

tolerable extent may not adversely affect the organizational climate.

ORGANISATIONAL VALIUES AND NORMS

Over a period of time, every organization develops a culture

of its own. Culture is the social or normative glue that holds an

organization together. It expresses the values or social ideals and

beliefs that origination members come to share. In the words of Bro

Uttal, organization culture is a system of shared values (what is

important) and beliefs (how things work) that interact with a


21/76

companys people, organization structures, and control systems to

produce behavioral norms (the way we do things).

The above quotation suggests that organizations have

different cultures-goals and values, managerial styles, and norms-forcarrying out activities. We have already discussed as to how

organizational goals and managerial styles influence the

organizational climate. Now we shall study the impact of values and

norms.

Values: Every organization has a distinctive set of values,

spoken and unspoken, which govern the way people interact with

another. Although there might not always be s monolithic and

universally accepted set of standards, nevertheless most of the

people working in an organization seem to have a pretty good idea of

what the culture at large considers important. Many of these value

standards stem from the words and deeds of the managers in their

day-to-day operations.

The formal value system determines the types of

behaviors to be encourage and rewarded and those to be

discouraged and punished. The values are communicated through

policies, rules and regulations of the organization. Business informal

values may be developed by the organizational members. These may

apply to actions and behaviors within the workgroup. The values of

both formal groups are very powerful is determining the climate of an

organization which may be conservative or progressive.

Norms: Behavioral norms are usually well- known and

well- accepted in an organization: people dont pay them much

conscious attention. Only when someone violates a strongly

emplaced norm, do the onlookers become highly aware of the norm

in a typical organization to count, and most of them are

unconsciously understood and enforced. A few illustrative examples


22/76

of the norms include; ways to speak to persons in authority; styles of

dress; patterns of protocol in staff meetings; interactions between

men and women; tolerable degrees of co-operation or antagonism

between departments; established methods are for disagreeing withthe boss; the considerations of arriving leaving on organizational

climate will be steady and conductive to cooperation and

participation in the organization.

ROLE OF MANAGERS & EMPLOYEES ININFLUENCING CLIMATE

Management plays an important role in shaping the

climate of the organization. It does so by determining organizational

goals , laying down organizational structure and pattern of

communication and decision making processes and also shaping of

organizational norms and values. Besides , management also has

direct control over the physical environment under which the

employees work.

In fact, managements control over these components

means that management has the ability to affect changes in climate

through adjustments in any of the components. Gives the nature of

the make-up an organizations climate, the real effect of any action

taken by management can never be accurately predicted.

Nonetheless, management must take the initiative in improving the

subordinate manager relationship and the organizational climate. The

role of managers in establishing a favorable climate is primarily

action-oriented ahile the employees role is one of reaction.

The employees also exert their influence on

organizational environment. They do so by trying to control their

environment and bring about changes that will make their lot more

endurable. The techniques followed by the employees in this direction

include:


23/76

COOPERATION

ACCOMMODATION

CONFLICT

1. COOPERATION: when the employees feel that realization oforganizational goals will help in achieving their goals, they will

cooperate with the management. They will also offer cooperation

when they view management as influencing the organization climate

in a favourable manner. There would most likely be a high degree of

trust and confidence between the management and the workers.

2. ACCOMMODATION: the important factor in this type of posture isthe mutual recognition and understanding of the symbiotic

relationship that exists between the workers and the management

each party is dependent upon the other. Thus accommodation may

be thought of more in terms of tolerance rather than cooperation. The

workers may accommodate the management in bringing about some

changes in the climate so long as the changes are tolerable. If the

management doesnt take steps to improve relations, the workersmay create conflict situation in the organization.

IMPROVING ORGANIZATIONAL CLIMATE

i. OPEN COMMUNICATION:

There should be two-way communication

in the organization. So that the employees know what is going onand react to it. The management can modify its decisions on the

basis of employees reactions.

ii. CONCERN FOR PEOPLE:

The management should show concern

for the workers. It should work for their welfare and improvement

of working conditions. It should also be interested to human

resource development.


24/76

iii. PARTICIPATIVE DECISION-MAKING:

The employees should be involved in

goal setting and taking decision influencing their lot. They will feelcommited to the organization and show cooperative attitude.

iv. CHANGE IN POLICIES:

The management can influence

organization climate by changing policies,procedures and rules. This

may take times, but the changes is long lasting if the workers see the

changes in policies procedures and rules as favourable to them.

v. TECHNOLOGICAL CHANGES:

It is often said that workers resist

changes. But where technological changes will improve the working

condition of the employees,the change is easily accepted. There will

be a better climate if the management adopts improved methods of

work in consultation with the employees.

MOTIVATION AND CLIMATE

U.Pareek has devel;oped an instrument known as MAO-C

short form of Motivation Analysis of Organizational Climate to study

organizational climate from the point of view of motivation. In order

to understand relation between organizational climate and motivation

, six motives may be studied which are as follows:

ACHIEVEMENT

AFFLIATION

EXPERT INFLUENCE

CONTROL

EXTENSION

DEPENDENCY


25/76

ACHIEVEMENT: This motive represents a concern for excellence ,

competition in terms of standards set by others or by oneself and the

setting of challenging goals for oneself. Achievement-oriented person

is aware of the obstacles that might be encountered in attempting toachieve these goals. He is persistent in trying alternative paths to

thte goals.

AFFLIATION : It is characterized by a concern for establishing and

maintaining close,personal relationships: an emphasis on friendship ,

and a tendency to exprexx ones emotions.

EXPERT INFLUENCE: This motive involves a concern for making an

impact on others, a desire to make people do what one thinks is

right, and an urge to change situations and people.

CONTROL: This motive is characterized by a desire to be and stay

informed, an urge to monitor events and to taken corrective action

when needed, and a need to display personal power.

EXTENSION; Extension motive denotes concern for others: interest

in super-ordinate goals: and urge to be relevant and useful to large

groups, including society.

DEPENDENCY: This motive is characterized by a desire to seek

assistance of others in developing oneself. It represents a need to

depend on those who are more knowledgeable or have higher status,

close associates and so on. A dependent person has a tendency to

submit ideas or proposals for approval, and an urge to maintain a

relationship based on their persons approval.


26/76

Scope of the Study:

Review of literature:Organizational Culture and Climate

The twin tracks to achieve organizational goals

DSNV Prasad Rao, Manager,V care solutions ,Hyderabad.

The organizational climate and culture are the powerful tools that have

tremendous effect on the morale ,performance and jobsatisfaction of the employees in anyorganization. The climate and culture play a vital role in an organization as these are usually associated

with the perceptions,ideas,values,beliefs and most importantly the behaviour of its employees.A soundorganizational climate and culture encourages as coooperativc attitude towards their work,which is

most essential for the organization in the task of achieving its goals and objectives that also benefit theemployees.

Job experience ,Organizational Climate and organizational Commitment:

The Exploratory study

Saurabhi chaturvediLecturer Govindram Sakseria Institute of Research, Indore, Madhyapradesh.

RishuRoy-Lecturer Shri Vaisnav Institute of Management and Research, Indore, Madhyapradesh, India.

Much of the intrest in analysing job experience and orgazational

commitment stems from concern for the behavioural consequences.these variables have

been said to be productivity,attendance at work,turnover,retirement ,participatin,labour

militancy,sympathy for unions, and psychological withdrawl from work.Studies have


27/76

also given much consideration to identifying , often with an eye to manipulating ,the

antecendents of job experience

Review of literature:

Climate across management levels in an organisation

Avinash Kumar Srivastav.

Organisational climate is a conceptually integrated synthesis of organizational

characteristics. Depending on the management level individuals in an organisation

May have different perspectives,focus and thrust .It can therefore be hypothesized that

people working at different management levels with in the same organisation could

have differing perceptions of the organisational climate .Climate was measured across

management levels (Junior ,Middle and Senior) in a public sector organisation. Using

MAO instrument ,involving 453 randomly selected executives.Statistical analysis has

revealed significant differences in the perception of climate across the management

levels in the organisation.Dependency-Affiliation climate prevailed in junior and seniormanagement level but dependency Control prevailed in middle management level,In

junior management level ,Achievement and Extension were stronger and control was

weaker,making climate more functional as compared to middle management level

.Extension was weaker in middle and senior management level making climate less

functional as compared to junior management level.1

Objectives:

Primary objective:

To identify the organizational climate prevailing at

Rane Engine Valve Limited, Chennai.

Secondary objective:

To analyses and evaluate the key factors ofOrganizational climate.

1 Avinash kumar Srivastav,The ICFAI Journal of Organizational Behaviour,January 2005.


28/76

RESEARCH METHODOLOGY

Aim of the study

The aim of the study was, A STUDY ON

ORGANIZATIONAL CLIMATE PREVAILING AT RANE ENGINE

VALVE LIMITED, CHENNAI main part of the survey was

concentrated personally on employees regarding their, opinion on

existing climate system with reference to the objectives.

Geographical Area Covered

Geographical area covered in

Rane Engine Valve Limited, Aalandur, Chennai.

Survey Method

Census survey method.

Sample Size

200 permanent employees of Rane Engine Valves

Limited.


29/76

Data Sources:

Primary data

Primary data collection was followed to carry out thisresearch project. The questionnaires were circulated among the

respondents and the data was collected.

Secondary data

Magazines, Journals ,company employee profiles reports

etc, provided the researches to carry out the project report.

Research Instrument

Research work was carried out by the use of

questionnaires.

Interview Method

Personal interview method.


30/76

Data analysis and Interpretation

Table No:1.1

Age of the employees

S.No Age of the employees Respondents Percentage

1 Below 30 18 9

2 30-35 28 14

3 35-40 56 28

4 40-45 34 17

5 50 and above 64 32

Total 200 100


31/76


32/76

Table No:1.2

Gender of the employees

S.No Gender of the employees Respondents Percentage

1 Male 192 96

2 Female 8 4

Total 200 100


33/76

Chart No:1.2

96%

4%

1 MALE

2 FEMALE


34/76

Table No:1.3

Income level of the employees

S.No Income level of the employees Respondents Percentage

1 4000 and below 18 9

2 4000 6000 12 63 6000 8000 16 8

4 8000 10000 14 7

5 10000 and above 140 70

Total 200 100


35/76

Chart No:1.3

9 %

6 %

8 %

7 %

7 0

4 0 0 0 a n d b

4 0 0 0 6 0 0

6 0 0 0 8 0 0

8 0 0 0 1 0 0

1 0 0 0 0 a n d


36/76

Table No:1.4

Marital status

S.NO Age of the employees Respondents Percentage

1 Married 164 82

2 Unmarried 36 18

Total 200 100


37/76

Chart No:1.4


38/76

Table No:1.5

Educational qualification

S.NO Educational qualification Respondents Percentage

1 12 98 49

2 ITI 38 19

3 Diploma 32 16

4 UG 24 12

5 PG

Total

8

200

4

100


39/76

Chart NO:1.5


40/76

Table No:1.6

Designation

S.NO Designation of the employees Respondents Percentage

1 Operator(A,B,C Grade) 168 84

2 Data entry Operator 2 13 Engineer 22 11

4 Senior Engineer

Total

8

200

4

100


41/76

Chart No:1.6


42/76

Table No:1.7

Relationship between management and the employees

S.NO Feedback Respondents Percentage

1 Strongly disagree 0 0

2 Disagree 6 3

3 Neither Agree or Disagree 16 8

4 Agree 144 77

5 Strongly Agree

Total

24

200

12

100


43/76

Chart No:1.7


44/76

Table No:1.8

Training program


1 Highly satisfied 38 19

2 Satisfied 128 643 Neutral 34 17

4 Dissatisfied 4 2

5 Strongly Dissatisfied

Total

0

200

0

100


45/76

Chart No:1.8


46/76

Table No:1.9

Canteen facility




4 Dissatisfied 0 0

5 Highly dissatisfied

Total

0

200

0

100


47/76

Chart No:1.9


48/76

Table No:1.10

Medical facility



2 Satisfied 172 86

3 Neutral 8 4

4 Dissatisfied 2 1


Total

0

200

0

100


49/76

Chart NO:1.10


50/76

Table No:2.1

Lunch room arrangement




4 Dissatisfied 0 0


Total

0

200

0

100


51/76

Chart No:2.1


52/76

Table No:2.2

.Toilet facility




4 Dissatisfied 58 29


Total

14

200

7

100


53/76

Chart No:2.2


54/76


55/76

Chart No:2.3


56/76

Table No:2.4

Drinking water facility



2 Satisfied 132 66

3 Neutral 14 7

4 Dissatisfied 6 3


Total

0

200

0

100


57/76

Chart No:2.4


58/76

Table No:2.5

Working environment



2 Disagree 6 33 Neither Agree or Disagree 4 2

4 Agree 166 83

5 Strongly Agree

Total

24

200

12

100


59/76

Chart No:2.5


60/76

Table No:2.6

Employees job satisfaction



2 Satisfied 132 66

3 Neutral 14 7

4 Dissatisfied 6 3


Total

0

200

0

100


61/76

Chart No:2.6


62/76

Table No:2.7

Co-Workers relation




4 Agree 158 79

5 Strongly Agree

Total

16

200

8

100


63/76

Chart No:2.7


64/76

Table No;2.8

Technology support




4 Agree 144 77

5 Strongly Agree

Total

36

200

18

100


65/76

Chart No:2.8


66/76

Table No:2.9

Quality of worklife

S.No Feedback Rank1 Rank2 Rank3 Rank4 Respondents Percentsge

1 Neatness 6 6 12 18 42 21

2 Environment 22 34 10 12 78 393 Ventilation

Facility

26 20 16 4 66 33

4 Psychology

acceptance of

work

Total

6

60

2

62

4

42

2

36

14

200

7

100


67/76

Chart No:2.9


68/76

Table No:2.10

Workload


1 Heavy 136 68

2 Light 54 273 Normal

Total

10

200

5

100


69/76

Chart No:2.10


70/76

FINDINGS

Majority (64%) of the respondents are satisfied with their

training programs.


canteen facility


medical facility


lunchroom arrangement.

Majority (83%) of the respondents agree with their working

environment.


drinking water facility.

Majority (66%) of the respondents are satisfied with their job..

Majority (79%) of the respondents are agree with their co-

workers relation.

Majority (77%) of the respondents are agree with their

technology support.

Majority (68%) of the respondents are feel like their work load

is heavy.

29% of respondents are feeltoilet facility is not good. So they

are dissatisfied.


71/76

Ventilation facility is very good in your organization.

SUGGESTIONS

From the analysis most research that

most of the responses are positive. If the organization takes concern

on the following suggestion it can achieve its targets through the

available manpower successfully in a better manner.

> The flow of communication between

the supervisors and the employees is good, but various meetings and

other extracurricular activity must be arranged by the organization.

> Welfare measures provided by the

organization are satisfactory to the employees but some more

provisions can be provided for refreshments to the staff during a day

can improve their motivational level.

> The neatness should need attention.

> The training facility must be enhanced by

the company for employee benefits.

> The training programmer conducted for the

employees is satisfactory, but some of them are not satisfied due to

various reasons. so the can improve their style of work and update

the training methods.


72/76

CONCLUSION

The study was designed to examine the

effect of different combination and parameters of various personal

policies on organizational behavior. To achieve the organizational

effectiveness and REVL should consider the suggestion made by the

investigator and create a climate or culture that enables both the

employers and employees to realize the problems.


73/76

A study on Organizational Climate prevailing atRane Engine Valve Limited(REVL) Aalandur ,

Chennai.Questionnaire

1. Name :2. Age (in year) : below 30 30-35 35-40 40-45 50 and above 3. Sex : Male Female 4 .Marital status : Married Unmarried 5. Year of Experience:

In the present job______________________In the other field ______________________

6. Educational Qualification:10 12 Diploma UG PG

7. Designation :____________________________

8. Salary :4000 and below 4000-6000 6000- 8000 8000- 10000 10000 and abovePlease read each statement and indicate by a tick the extentto which it applies to you in Rane engine Valve Limited.(SDA-Strongly Disagree DA- Disagree NA-DA- Neither Agree or Disagree A- Agree SA-Strongly Agree)

S.NO

Objectives SDA DA NA-DA

A SA

9 ORGANISATION DESIGNThe organisations goals andobjectives are clear to me?

10 Employees have a sharedunderstanding of what theOrganisation supposed to do?

11 Roles and responsibilities with in thegroup are understood?

12INDIVIDUAL JOBCHARACTERISTICSI gain satisfaction from my currentjob responsibilities?

13 My skill and abilities are fully utilizedin my current job?


74/76

14 I have the opportunity to furtherdevelop my skill and ability?

15 I find that I am challenged in mycurrent job role/

16

CO-WORKERS RELATION

Employees consult each other whenthey need support?

17CULTURE AND ENVIRONMENT

I enjoy being a part of thisOrganisation?

18 Employees have a good balancebetween work and personal life?

19

TECHNOLOGYMy department has adequate tools

and technologies to perform ourwork?

20 The technology we use supports ourbusiness process?

(HS-Highly Satisfied S- Satisfied N- Neutral DS- Dis satisfied HDS- HighlyDissatisfied)

S.NO

Objectives HS S N DS

HDS

21JOBSATISFACTION

Satisfaction regarding the jobperformance?

22PHYSICAL WORKING CONDITION

Satisfaction with lighting facility in theirwork place

23 Adequate drinking water facility providedis

24 Satisfaction with the lunch roomarrangement in your Organisation

25 Hygienic condition of bathroom providedby the management

26

TRAINING AND DEVELOPMENT

The extent to which the training facilityprovided resulted in technical knowledge

27WELFARE MEASURE

Satisfaction of canteen facility providedby the Organisation

28 Feeling of satisfaction about medicalfacility offered

QUALITY OF WORKLIFE29. Rank the following items

Neatness

EnvironmentVentilation facility


75/76

Psychology acceptance of work

JOB SATISFACTION

30. How do you feel about the work load?

Heavy Light Normal

Signature

******************** Thank you for your kind Co-Operation****************

BIBLIOGRAPHY

BISWAJEET PATTANAYAK(2002)

HUMAN RESOURCE MANAGEMENT ,

Prentice Hall of India Private Limited, New Delhi.

DAVID A.DECCENZO AND STEPHEN P.ROBINS(2002)

HUMAN RESOURCE MANAGEMENT,

John Wiley&sons,Inc,7th edition.

GUPTA S.P. Dr.P.K.GUPTA Dr.M,(1998)BUSINESS STATISTICS AND OPERATION

RESEARCH

Sultan Chand &sons,NewDelhi-110002

Hugh J.ARNOLD DANIEL C.FELDMAN

ORGANIZATIONAL BEHAVIOUR

Hill International edition.

KOTHARI C.R (2002)

RESEARCH METHODOLOGY

Wishwa Prakashan,NewDelhi,2nd

edition.

MAMORIA,C.B (1993)

PERSONNEL MANAGEMENT,

Himalaya Publishing House, 11th edition,

NewDelhi.

STEPHEN P.ROBINS(2002)

ORGANIZATIONAL BEHAVIOUR

Prentice Hall of India Private Limited,

New Delhi 9th edition.


76/76

Cmathan Mba

Documents

Transcript of Cmathan Mba